Reference no: EM133861808

Case Study Overview:

This case discusses the alignment of marketing and sales within an organization and turn-around strategies for a company. In January 2020, Jai Prakash Chaubey, the managing director of Sarva Pharmaceuticals Private Limited (Sarva), needed to decide whether or not to accept a proposal from Gursim Pharmaceutical Limited (Gursim) to market some of Sarva's products in Cambodia. Sarva had been performing well; however, the company's profitability in Cambodia was minimal. Should Chaubey accept Gursim's offer? Or should he hire a new country head who could drive the sales in the country and motivate the sales team for better results? Other options included restructuring Sarva's product portfolio or shutting down the company's marketing arm to focus solely on distribution. What strategies should he adopt to turn around his company's performance, strengthen its presence in Cambodia, and remain on course to achieve the company's target for 2020? All these important decisions are part of this case.

1. What is the underlying problem or problems?

2. What factors are causing the problem or problems?

3. What were Taing's critical failures in his control of the sales force? What are the possible implications?

4. How should Sarva restructure its product portfolio?

5. Sarva is considering several actions to strengthen its marketing function. What is a good starting point?

6. How should Sarva modify its sales strategy and align it with its marketing strategy?

7. What other strategies could turn the company around?

8. Identify and describe 5 managerial lessons to be learned from the case.